A proposed model of administrative roles in recreation management

Abstract

This paper reports on qualitative research based upon role theory and using Talcott Parson's Theory of Action as a framework to explore factors that influence a recreation administrator when making decisions. Recreation administrators from all three sectors of the recreation industry (public, private and non-profit) participated in three rounds of in-depth interviews that focused on five dimensions of administrative responsibility: proactive administration; managerial efficiency; social equity; political responsiveness; and neutrality. After analysis of the transcriptions and input from both professional and academic reviewers, what has resulted is a proposed model of administrative roles in recreation management that recognises the existing literature yet takes a more comprehensive approach to understanding how recreation administrators perceive their role as they make decisions. While not yet fully developed, the proposed model has the potential to affect the profession in two specific ways. First, as we learn more about the multi-faceted and often nuanced roles of administrators for recreation programmes and services, we can change how we prepare new professionals for the field. Second, the proposed model gives recreation programme administrators a common framework for discussion about the changing role of management and decision making in recreational programmes.